Customer Relationship Management Implementation Gaps

Abstract

Customer relationship management (CRM) implementation initiatives have been marred by failure, which many in the popular and academic literature attribute to limited technology acceptance among end users. This paper presents a conceptual model that depicts how the extent of alignment between the three constituent elements of a firm’s CRM program (employees, processes, and technology) influences end user acceptance of CRM technology. In particular, the model proposes that perceived process–technology, technology–employee, and employee–process gaps within CRM programs generate cognitive dissonance among end users, and that the level of dissonance generated ultimately determines whether individuals will adopt or resist the new technology. Research and managerial implications stemming from the literature are provided.